The Professional Development InstituteTM
Harvard University Global System
Harvard® Planner Group

Negotiation-Excellence Skills: Hands-on Workshop
Applying Harvard University Global System Tools

Blending the Science and Practice of Formal and Informal Negotiations
for Executives, Team Leaders, Lawyers, Corporate Buyers and Sellers and Other Professionals

Learning Objectives
Mastering the skills to excel in formal and informal negotiations is vital to success in most professions. In this workshop, you will acquire the practical competencies, best practices and proven Harvard® tools to forge durable agreements, build trust and allies for repeat business. These competencies and tools are invaluable to lead and manage resistance to change, buy or sell equipment or property, prevent or settle disputes and conflicts, seek a raise or a promotion, retain talent, finance projects, excel across cultural settings, license a trademark or a patent, chart a clear responsibility or opt for a gracefully exit, if appropriate.

The workshop focuses on proven ways to understand each negotiating party, prepare, enlarge the pie and create and extract a superior value to what can be gained by compromise, coercion, arbitration, court and other means of dispute resolution. You will be skilled to juggle with last-minute demands, pricing intricacies, concessions and other conditions used by shrewd negotiators. You will refine your ability to close better deals and build lasting relationships and a reputation for being competent, dependable, caring and ethical both within and outside your organization.

Through interactive case studies and role-playing scenarios, you will practice negotiations of increasing complexity to build partnerships; craft offers and counter-offers; turn objections into opportunities, manage deadlocks and biases; disarm your opponents ethically; and make it difficult for them to withdraw from a reasonable deal.

Who Should Attend?

Executives, team leaders, buyers, sellers, lawyers, senior assistants and other professionals who must secure commitment and results without the formal authority to enforce decisions. Participants come from business, trade associations, foundations and governments.

Workshop Outline (2.5 days - 2 CEU)
1. Pathways to Ethical Negotiation Excellence
  • Positional versus interest-based negotiation
  • Roger Fisher’s workout exercise and lessons
  • Harvard® proven toolkit for strategic negotiations and daily referral
  • Leaving "money on the table": Early warnings
  • How to plan closure setting the critical milestones for a high commitment
2. Prepare: Discern Issues from Stakeholders
  • Three proven tools to understand and validate stakeholders' interests
  • Proven tips to uncover dishonest claims
  • New insights into issue-incubation pathways
3. The Negotiator's Mandate: Team Practice
  • Interest-based deals: Tool to validate each party’s goals, assumptions and risks
  • Harvard® Negotiation Mandates: Teamwork to craft one for each party
  • Role-conflict prevention: Harvard® Responsibility Chart
4. Breakthroughs on Options for Mutual Gains
  • Critical factors to invent mutual-gain options
  • How to pivot from problems to opportunities
  • Innovative and proven toolkit to navigate from issues, stakeholders and interests to options, strategy, deliverables and benchmarks
  • Harvard® Creativity Template: 3 Real-life cases that left NO money on the table
  • Innovation role-playing: Brainstorming and validating creative options
  • Video learning: How to legitimize your arguments with verifiable benchmarks
5. Skills for a Sustainable Commitment
  • How context, timing and communications affect commitment
  • Building your power of influence in context: Options from soft and synergistic to defensive power
  • How to hitch hike on the power of others
  • Negotiating without the benefit of authority
  • Intermediaries: When and how they help
  • How to control your emotions and deal with dysfunctional, harsh and obtrusive negotiators
6. Maximizing Opportunity while Mitigating Risks: The Best Alternative to a Negotiated Agreement (BATNA)
  • Risk-identification, tolerance and mitigation tools
  • BATNA exercise; secret Walk-Away Price (SWAP) and contingency reserve for residual risks and worst deals (WATNA)
7. Terms & Conditions: Negotiation-Dance Tips
  • Howard Raiffa tips on reservation prices and zone of possible agreement (ZOPA)
  • Negotiating a service or a property: Martin’s QQTLE benchmarks
  • Exercises in pricing, bidding, auctioning, concessions, counter-offers, and advanced pricing tips to avoid a race to the bottom
  • Tackling last-minute demands: Ranging from splitting the difference to deal-breaker threats
  • Framing, escalation, soft money and other tactics
  • Selling and buying terms and conditions: From simple one-shot deals to complex repetitive transactions with powerful suppliers, clients and governments
8. Closure: From Forging a Sustainable Deal to Opting for a Graceful Exit
  • Steps to build trust and avoid inadequate closure: Foundation for a sutainable relationship
  • Role-playing multiple parties and issues with Harborco case study
  • Tips to break an impasse and prevent deadlocks
  • Dealing with emotions, gambits, ploys and hostile attacks
  • Deciding if and when to walk away
  • Issue of fleeting coalitions and illusion of validity
  • Phone, e-mail and virtual negotiations
  • Going beyond closure to address execution (the Achilles' heel of most deals) with Harvard® planning and tracking instruments
9. Synthesis & Conclusion
  • Timeless lessons from Fisher, Mnookin, Susskind, Ury, Lemperreur and Yann Martin
  • Personal 90-day action plan to practice the negotiation skills and nuggets worth sharing with your peers and allies
Faculty Leader: Alain Paul MARTIN

I lead PDI ( www.eharvard.org/pdi), a global catalyst at the intersection of innovation, governance, strategy and principled leadership. He is concurrently the Chief Architect, Harvard University Global System, for which PDI has a worldwide-trademark license from Harvard University. I led the discovery, development and scaling of this System, which comprises cutting-edge innovation and performance-improvement instruments, originally used by Skanska in Sweden; then Finland, Germany, Poland, Saudi Arabi and the U.K. to manage capital projects, ranging from a million to a multi-billion dollar budget.

Alain Paul Martin, Workshop Leader Building on a wide-range of disciplines, failure lessons, leadership skills, best practices and his innovation track record (patent holder: US, Canada, Japan), I lead groundbreaking-innovation webinars and workshops namely:

  • Deep Dive into Collaborative Innovation - Ground Zero: Focusing on value-incubation foresight, and stakeholders' dynamics and engagement (from issue incubation to resolution and strategic communication).
  • Groundbreaking Innovation with More Choices Less Guesswork: From ideation to exploratory and structured creativities with Harvard® roadmaps and creativity instruments
  • Exemplary Team Leadership, Self-Leadership & Shared Governance for Innovators
  • Managing Innovation Projects with Harvard University Global System. The workshop includes the contextual benefits of agile and waterfall-development and implementation options.
I also coach leaders and teams to:
  • Ask profound questions; reflectively listen; and lead with intellectual integrity and exemplary self-leadership;
  • Focus on a shared and sustainable purpose (including diversity, inclusion, solidarity and ESG goals) and change drivers, across the value chain;
  • Co-innovate; nurture reliable allies, a resilient-team ethos; and collaborate and compete to win ethically on the best value;
  • Be pragmatic in action; apply decision science (behavioral and cognitive neuroscience, system thinking and operations research);
  • Craft and execute foresighted strategies (with the details that count); and
  • Build for an effective succession.
Deep Dive into Collaborative Innovation: Ground Zero - Stakeholder-Dynamics and Value-Incubation 
	Foresight Understanding the stakeholders' interests, fears and unsatisfied needs, as well as how issues incubate before appearing on the decision-makers' radar, is vital in innovation intelligence and foresight work. My 2022 monograph titled "Deep Dive into Collaborative Innovation: Ground Zero" builds on the intelligence and novelty lessons learned from the gems (opportunity and failure seeds), frequently unseen or overlooked, early during the incubation of surprise events and stakeholders' dynamics in business, government and geopolitics. It is for leaders and innovators mission-focused, rather than reactive and events driven, as often witnessed, including during the Covid-19 pandemic.

I also authored articles on strategic policies and the book titled " Harnessing the Power of Intelligence, Counterintelligence & Surprise Events" which was recommended by leading scholars, corporate executives and the intelligence community.

I am a 2012 Harvard Fellow, Advanced Leadership, a 1997-99 Harvard Business School's entrepreneur-ship alumnus (OPM). I graduated in Commerce (Quantitative Methods) from Concordia (Montréal) and studied advanced technology in Lille (France) with internships at Peugeot, ARD National TV Network (Berlin), the University of Ottawa's Particle Physics Unit and Carleton University's Hydrodynamics Lab.

I acquired skills in system thinking and change management at the MIT Sloan School of Management and the Gestalt Institute of Cleveland (GIC), and mediation and advanced negotiation for lawyers, at Harvard Law School, from which I am certified to teach negotiation in corporations. Lifetime learning is integral part of his mission and priorities (see C.V. page 4 on Education and Continuous Learning).

I was twice a graduate-faculty member at the University of Québec where I taught Management of Change in the M.Sc. Project-Management program. I coached, for 12 years, the Applied Research & Technology directors and teams at Teck Metals, Canada's largest diversified resource firm. My exemplary-leadership workshops were held at Bertelsmann, Boeing, Boliden, Cap-Gemini, E.ON wind power, France Loisirs, GE (U.S., Canada, Europe), Harvard University and the Ivy-League's Leadership Summit, IEEE, Japan's METI and Engineering Advancement Association (ENNA), MD Robotics, Morocco's Mohammed VI Polytechnic University, OCP Group, operations-research societies, OPG Nuclear Power, the Project Management Institute (PMI), Skanska, Textron's Bell Helicopters, Tokyo's UN University and governments (Europe, the Americas and Asia).

In finance and banking, I advised the Sr. VP, Audit & Human Resources on governance and strategy at Canada's National Bank whose CEO recommended my strategic-intelligence book. Desjardins' President John Harbour praised my role as the main strategic advisor in crafting "the vision and strategic direction of Desjardins, a $75 billion financial institution", and the "world's 2nd strongest bank" (according to Bloomberg at the time). Earlier, I also coached, the general-insurance executive team to turn Desjardins into the industry's flagship through strategic innovations, leapfrogging Zurich and ING; and become "North-America's fastest-growing general insurer, quadrupling sales and raising profit tenfold, in five years". Desjardins also advanced actuarial research and later spearheaded the University of Sherbrooke's Responsible-Financing Chair.

I subsequently teamed-up, for the third time, with Mr. Harbour upon his appointment by Québec's Premier to head the SAAQ, a government agency that was struggling under the weight of a rampant $489 million debt, fast-rising deaths and severe injuries, due to highway accidents. I researched the best practices taught in leading actuarial schools and governance in precursor jurisdictions from North America to France, Sweden, the UK and New Zealand. Then, I coached the SAAQ team whose decisions, saved thousands of lives, in less than 5 years; reducing the death toll by 35% and severe bodily-injury accidents by 43%, despite a 15% increase in highway traffic; while: (1) building resilience to overcome future shocks, and (2) turning the nearly half a billion deficit into $20 million surplus. Mr. Harbour described my 12-year ad-hoc contribution in strategic thinking, governance, collaborative innovation and exemplary leadership, both at Desjardins and at the SAAQ, in a video in French at: www.eharvard.org/2020).

In the public service, I advised the UNESCO's director general and authored "Overhauling the UNESCO and Strengthening Its Essence". For four years, I advised two prime ministers on strategic policies and was a non-partisan Executive Member of the Prime Minister's Committee on Government Reform. I also led assignments where sensitive multi-party negotiations were of paramount importance, including:

  • The creation, with Dr. Brian Morrissey, of the Canadian Food Inspection Agency to restore the public trust in the inspection system and position the country among the safest and trusted exporters;

  • Researching, at my expense, the U.K.'s lessons from mad cow (BSE) and variant Creutzfeldt-Jakob diseases (vCJD). Consequently, Dr. Morrissey and I led an intensive workshop to prepare public-health executives and scientists nine months before BSE was diagnosed in the country;

  • A proposal accepted by Canada's Prime Minister to defuse the growing tensions between Canada and its Asian trade partners, particularly Japan, following the discovery of mad-cow disease;

  • The merger of five agencies mandated to protect investors, maintain the integrity of securities markets, and regulate financial institutions in Québec;

  • Coaching leaders of the First Nations in British Columbia and those of the Sakha (Yakutia) Republic of the Russian Federation to apply mission setting, principled negotiation and proactive governance in resolving inter and intra-government issues;

  • Advising the government of the Northwest Territories (NWT) on large-scale environmental risks, from complex mine reclamations to potential oil and gas disasters in the NWT and the Arctic;

  • Recommending untied funds for the World Food Program (WFP) to act as a reliable ally, buy food locally and deliver promptly to meet major-flood victims' needs. Successfully negotiated with WFP (Rome), for CIDA, the implementation of the first project in Rwanda.

  • Co-initiated negotiations to mobilize petrodollar funds and Canadian expertise for the benefits of the poorest countries; thus, extending Canadian aid beyond the ParliamentR's approved budget.

  • Leading engineering projects in Equatorial Africa, funded by CIDA and the World Bank, including a flood rescue, a 2800-KM microwave link, a 660-KM inter-city highway and bridges.

I led the creation of Radio Canada's (CBC) news-equity system to improve the impartiality of the delivery of news and public-affairs' programs, across six time zones, especially during elections, when accuracy and timely reporting are sine qua non conditions for transparency and effectiveness. Building on my experience at Germany's ARD in Berlin and knowledge of counterparts in democratic countries, I led the creation of Radio Canada's (CBC) news-equity system to improve the impartiality in the delivery of news and public-affairs programs, across six time zones; especially during elections and other critical times, where accuracy and timely reporting are sine qua non conditions for transparency and effectiveness. The operations-research based system also served to mitigate the national broadcaster's liability risks (especially in the protection against frivolous suits) and the independence critical to CBC's core mission.

Building on a pilot experiment with leaders and educators of Massachusetts' school boards and schools, I lead workshops focused on system-thinking applications in the education of science, technology, engineering and mathematics (acronym STEM) enhanced by a decision-literacy module (STEM+D) with inter-disciplinary applications; centering on increasing the science capital (Pierre Bourdieu), reducing complexity and learning to build trust and consensus. Thus, teachers can now gradually prepare K-12 learners to:
  • Validate goals, facts, perceptions and biases; make assumptions explicit; and opt for rational decisions by seeking evidence and logic, as close as possible to the source(s) of expertise;

  • Learn to develop empathy for all stakeholders; hold the high moral ground; seek sustainable and just solutions; address the ever-changing risks and resistance to change inherent in complex issues;

  • Learn, before seeking approvals, to plan with rigor, candor, humility and constructive arguments that resonate with – and inspire the trust of – decision-makers and the broader constituencies with vested interests in the issue(s), including those with the power to veto controversial decisions.

  • Acquire proven project-planning, organization and execution skills, with a cutting-edge complexity-reduction framework and instruments superior to traditional techniques, such as the Critical Path Method.

People with serious character flaws strive on exagerations, misrepresentations, and spreading misinformation among the unwary, who may suffer from empathetic-listening deficit, fear, normalization of deviance, codependency and/or asymmetries of decision-making know-how. Much of their flaws can be traced to parental and early-education deficits. Higher-education establishments can reinforce positive values and related behavior; but face an uphill battle with dishonest, prejudiced, self-centered and morally-corrupt students. That is why the above decision-literacy module (D) gradually addresses the K-12 critical need for empathy, the high moral ground, rigor, candor, humility and constructive dialogue to build trust and consensus. Acquiring such a proficiency, at least on validity testing, is lofty and overdue. These skills also accelerate STEM learning by opening the young minds to the immense applications of decision-making instruments and the deeply-rooted differentiation-integration (Lawrence-Lorsch) synergy of the four traditional disciplines to meet each learner's specific needs.

Active in civil society, I mentor on crafting the NGO sextet of critical success factors (equity, solidarity, leadership, innovation, funding and governance). The purpose is to prevent and combat poverty and exclusion; and advance social justice, public health and STEM+D education. Inspired by Drs. Paul Farmer and Jim Kim, I led the creation of Partners in Health Canada to harness Canadian generosity for the public health of the poorest of poor. I led the funding for CHEO children's hospital, food banks, Canada Without Poverty, an earthquake and Japan's Tðhoku Tsunami victims. Supporting the American Red Cross for Sandy-Superstorm victims, we teamed-up with the French Embassy, Washington (DC) area's alumni clubs (Wharton, Chicago, HBS and Harvard) and the French-American Chamber of Commerce.

I am recognized by the president of Harvard University for my "Leadership, Vision and Service" and the Project Management Institute for my "outstanding contribution to the state-of-the-art in project management". I am also a recipient of an award from Bombardier-Aerospace/Canadair and a Certificate of Merit from the Canada Awards for Excellence.

I am a founding member of Harvard University's Advanced-Leadership (ALI) Coalition and a former president of two Harvard University clubs. I held memberships with Harvard Faculty Club, the Sierra Club, the Agile Alliance, the Association of Computing Machinery, HBS Club of New York, the Société mathématique de France (SMF) and the Jeunesses musicales de France (JM France). I am a founding sponsor of Roger Fisher House, a conflict-resolution catalyst that is now part of Mercy Corps. I am an Advisory Board Member of both Social Hearts (Tokyo, Japan) and New York's Build Academy which focuses on urban infrastructure, diversity, smart cities and sustainable and resilient design.

For details about my education and executive development, please see page 4 at www.eharvard.org/martin/martin.pdf.

® "Harvard" and "Harvard University" are registered trademarks of The President and Fellows of Harvard College.
"Harvard University Global System" was developed independently of Harvard University and is under trademark license.
"Professional Development Institute" is, since 1974, a trademark of The Professional Development Institute PDI Inc.


Workshop Leader’s Endorsements
  

"Alain Paul Martin has a long and valued association with Teck Metals Ltd We believe that Alain’s teachings go far beyond the typical project management focus on scope, schedule, cost, and, sometimes, quality. Alain delves into topics that project managers working with complex topics or program managers dealing with multiple complex and often inter-related projects need to know about and must become skilled at to be successful. These teachings are supported by tools that we and our teams use on a regular basis to move ideas and concepts into well-defined projects that can be managed with conventional project-management tools."

Rob Stephens, PhD
Director, Applied Research & Technology
Teck Metals Ltd.
Note: Teck is Canada's largest diversified resource firm.

  

"Mr. Martin tirelessly invests his energy to leverage his successes and networks into solutions that have a direct, positive impact on the poor… Mr. Martin’s management background and extensive experience in advising global leaders, alongside his motivation to eradicate poverty and its ill effects, qualify him to make a uniquely valuable contribution to addressing inequity on a societal level. With demonstrated skills in entrepreneurship, negotiation, and issue analysis, he is precisely the sort of thoughtful, versatile leader we need to advocate on behalf of the poor and underserved."

Prof. Paul E. Farmer, MD, PhD
Chair, Global Health & Social Medicine
      Harvard Medical School
Chief, Global Health Equity
      Brigham and Women’s Hospital
Co-founder, Partners In Health

  
Practical Course Materials of Lasting Value

A total attention to quality is featured in the versatile course materials from the success stories, the pre-readings, the practical exercises and case studies to the most practical toolkit and attractive and durable Harvard road maps. The following is a list of the course materials and practical instruments that are invaluable in accelerating the learning process and the acquisition of lasting negotiation skills.

  • The pre-readings from Alain Martin’s papers on negotiation excellence, stakeholder’s analysis and key players’ dynamics, strategy formulation, brainstorming and creativity, authority and soft power, the fundamental drivers of excellent decisions, goal validity and responsibility charting.
  • The main workbook covers the agenda and provides supplementary references
  • Alain Paul Martin's highly-praised book titled "Harnessing the Power of Intelligence", which includes several tools to analyze the stakeholders and identify negotiation opportunities and risk early through the risk-incubation paradigm
  • Exercises, teamwork and case studies on validating the negotiation goals, its scope and timeline; defining the negotiator's strategy and mandate (including BATNAs) and cross-examining other parties' plans; creating options for mutual gains and mitigating risks; charting responsibility and accountability; crafting the terms & references; practicing both two-party and multi-party negotiations (framing offers, counter offers and concessions; preventing deadlocks; dealing with resistance, vetos, interruptions, objections, open hostility and passive-aggressive behaviors; preparing a framework of agreement; structuring contingency offers and closure).
  • Harvard University Global System™ work-improvement instruments including four Harvard® road maps (retailed at $39 each but included in the course tuition fees):
    • Harvard® Complete Framework: Vision, Strategy, Policy and Project Management featuring both ongoing and sequential tasks that no negotiator can ignore
    • Harvard® Negotiation Mandate: A template to prepare negotiations scope, the value chain, the plan B (BATNA), the critical success factors (performance indicators) and the evaluation plan
    • Harvard® Principled-Negotiation Road Map for planning and running effective negotiations
    • Harvard® Creativity and Brainstorming Grid to develop options for mutual gains
    • Continuous Risk-Management Road Map and accompanying guide titled "Neglected Risks: Identification and Management Primer Applying Harvard University Global System Tools"
    • Harvard® Responsibility/Accountability Chart to clarify each party's role and obligations and prevent role conflicts
    • Harvard® Time-Management Road Map to focus everyone's precious time on what matters the most
    • Harvard® Time Log to assess the incubation and root-causes and address a range of negotiation effectiveness and productivity issues during deal-implemention from vetos to early warning signals for delays.
Tuition Fees (Public Workshops)

Fees include books, hand-outs, road maps and other course materials of exceptional value (see above), and a daily continental breakfast plus hot and soft drinks during the morning and afternoon pauses, but exclude hotel accommodation (if required).

  • 2.5 days: Regular fees: $1395; Government: $1345; Group fees for 3 or more participants: $1295 per person.
  • 4.5-day Option: Regular fees: $2495; Government: $2445; Group of 3 or more participants: $2395 per person. This option includes the workshop titled "Hands-On Project-Management Skills and Best Practices".

Registration and Cancellation Procedures

To register, please contact us either by:
  • email at rsvp@eharvard.org. Specify your name, position, organization, phone number(s) and the webinar you wish to attend.
    or
  • call us toll free in the USA and Canada: 1-800-HARVARD; international: +1 819-772-7777. voicemail: 24/7.
Please pay in advance by credit card.

Cancellation Policy
Participants registering as a group must send substitutes in lieu of canceling. For other clients, cancellations are accepted if made at least 10 working days prior to the course, and are subject to a $150 service charge per person. Full fees are payable by anyone who fails to attend or cancels less than 10 working days prior to the session. One substitution or transfer to a later course of the same duration is accepted.

Workshop Locations and Hotel Accomodation
Bring This Webinar to Your Organization

We deliver private versions of this webinar worldwide to business and governments, NGOs and bar associations and other societies. We would be delighted to work together with your team anywhere. Ask us for a proposal based on the number of participants, the seminar duration and a selection of cutting-edge course materials and case studies most applicable to your environment.

Our fees are reasonable. Sales and value-added taxes (HST and PST or VAT) are extra.

The client is responsible for the conference room and audio-visual materials.




International 
Toll-free: USA & Canada: 1-800-HARVARD (1-800-427-8273). +1-819-772-7777
Monday through Thursday: 9 AM to 4:00 PM, EDT. Voicemail: 24 hours 7 days
 
 
European Distribution Centre for Harvard Planners: WH Smith, 248, rue de Rivoli, Paris,75001
Contact : Sylvie Goffinet  +33 1 53 45 84 40. Métro Concorde.